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5S & Safety
Promoting High Workplace Safety &
Productivity

World-Class Standards & Best Practices of Operational Excellence

© Lean & Mean Consulting. All rights reserved. 2016
2015
Objectives
 Understand the benefits of working in a safe, clean and
neat environment

 Define the 5S principles, and identify visual tools

 Explain how to apply the 5S principles and visual tools to

enhance workplace organization

 Learn how to kick start and launch a 5S initiative

 Define the critical success factors for 5S implementation

 Learn how to use 5S Tools and Standard Templates

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Training Agenda

 Introduction to 5S  5S Audit System

 5S Provides a Solid Foundation  5S Principles - Step By Step
to Lean Implementation
 5S for the Operations:
 Types of Waste in the Safety
Workplace
Quality
 What is 5S?
Productivity
 Benefits of 5S
Equipment Reliability
 Implementing 5S
 5S in the Office
 Critical Success Factors
 5S Maturity Model

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Introduction to 5S

 5S is a structured process to
enhance workplace safety,
quality, efficiency, order and
standardization
5S represents the disciplines for
5S

maintaining a visual workplace
that supports our safety culture
of zero injuries & world class
quality
 5S is a foundation for
Continuous Improvement

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5S Lays the Foundation for Continuous
Improvement

Goals:
Superior service,
lowest cost, shortest lead times

Just-In-Time Involvement Jidoka

Productivity

• Continuous flow • Separate man &

• Takt time machine work
• Abnormality
• Pull system
Identification
• Flexible workforce • Poka yoke
•Visual Control

Leveling Standardized Work Kaizen

5S

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5S Helps to Identify and Eliminate the 8 Types of
Waste
Over
production
Producing more
Intellect than what the Waiting
Not using customer needs
employees full Employees waiting
intellectual for another process
contribution or information

Over Motion
processing Extra physical /
Adding excess value mental motion that
when the customer doesn’t add value
does not require it

Defects
Waste Transportation
Reprocessing, or Moving from one
correcting work Inventory place to another
Building and storing
products the
customer has not
ordered

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What Is 5S
Principles General Description
Remove what is not needed and keep what is
1S Sort
needed

A place for everything and everything in its

2S Set in Order
place. Arrange items in order for easy access

Keep things clean and tidy; no garbage or dirt in

3S Shine the workplace. Eliminate the source of dirt for
repeating issues
Use standards and guidelines to maintain a clean
4S Standardize
workplace

Make 5S a habit and teach others to adhere to

5S Sustain
established standards

5s + Safety Safety is integrated into all of the above S’s

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Benefits of 5S

 5S supports our total safety culture

 5S delivers world-class quality
 5S promotes colleague engagement
 5S increases customer satisfaction
 5S immediately makes abnormal
conditions visible
 5S improves productivity

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5S Implementation Process
Step 1: Establish the 5S Focus Area

Step 2: Define a 5S Implementation Plan

Step 3: Develop 5S Criteria and Standards

Step 4: Provide 5S Education

Step 5: Implement 5S

5S

Step 6: Audit, Evaluate & Follow-Up

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Module. 06

Promoting High Workplace Safety & Productivity

5S

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5S
1S: Sort

 Guiding Principle:
 Clutter elimination
 Safe environment

 Meaning:
 Distinguish between the necessary
and unnecessary
 Get rid of what you do not need
 “When in doubt, move it out”

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1S: Sort

 The first step in 5S is to get

rid of what we do not need
 Go through all the tools,
equipment, materials,
drawers, cabinets etc. in
the plant and work areas
 Keep only essential items
 Everything else is stored away,
discarded, or red tagged

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Attach Red Tags
 Fill in everything except disposition
 Perform tagging swiftly
 Place tags on all items in question
 Move “tagged items” to a RED ZONE

Other items you might need:

• A log book
• Boxes for small items (Tag the box instead of tagging each
small item individually)

NOTE: if you know the item is to be disposed of, do it directly – only

tag items that need to be dispositioned.

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 Red Tag. Example

A tool to prepare Red-

Tags is available!

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Red Zone Details

 Red Zone Requirements:– must be bordered in red and labeled

“RED ZONE”
 Red Zone must be in a predominate location and visited by
Management Team on a regular basis IE. Daily Walk Around
 Red Zone items must be dispositioned within 48 hrs
 For all assets follow the fixed asset disposal, impairment, and
transfer policy
 Prepare and print red tags:
Use the template from Lean Management Academy

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How to Sort:
Starting the 5S Sort

 During the sort event look for any obvious safety issues and
resolve them immediately. You may find trip hazards or
leaking equipment that was covered up.

 If there is any doubt that something is required identify item

with a red tag

 Some employees will be resistant and want to keep items not

needed. In this situation, refer to guidelines on slide 22

At the end of the sort event each workstation should only contain a small amount of
work-in-process and the tools and supplies needed to do the work.

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5S
5S
5S
5S
How to Sustain 5S? 5S

 Get commitment from all levels

 Get everyone involved Suggestion
Continuous
Improvement
System Teams
 Support 5S across the organization
 Do it all the way
 “Gemba” (Shop Floor) walk by Plant Management
 Conduct 5S audits and leverage successes
 Use 5S to capitalize on Continuous Improvement programs and
initiatives
 Ensure action items are being tracked and completed in a
timely manner

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How to Sustain 5S?

 Conduct monthly audits (minimum):

 Include operations, offices and support areas
every month
 Immediately address and fix issues
 Use housekeeping criteria, IE. 5S Audit, Shine
Schedule, Red Tag procedure, WCO
Assessment to evaluate each zone
 Post ‘expected standard’
pictures in the areas and hold
everyone accountable to the
‘standard’
 Post results of ‘before’ and ‘after’

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5S Audit & Results
• Record action items and
assign owner

• Zone Champions track

and monitor all items to
ensure timely closure

• Location of Audit:

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5S Effect on Safety, Quality, Productivity, and
Equipment Maintenance

Safety

Equipment
Maintenance 5S Quality

Productivity

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5S + Safety = 6S

 Wear appropriate PPE (Personal

Protective Equipment)

 Install guarding as necessary and inspect

existing guarding to ensure it is in safe,
functional order

 Ensure warning signs are predominately

located:
 Emergency Exits, High Voltage,
Slippery/Wet floor, etc.
 Use “Tag-Out/Lock-Out” Procedure

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5S and Quality

 Document all instructions

clearly and include pictures
when possible

 Specify clear process

standards

 Safety

 Quality

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5S and Equipment Maintenance

 Enter Work Order and/or report

equipment/machines that require
repair

 Use ‘Lock-Out/Tag-Out’ procedure

 Remove/replace tools, gauges and

equipment that are damaged, broken
or past calibration date

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Module. 06

Promoting High Workplace Safety & Productivity

5S

5
Desks, Cabinets, Shelves
 Dispose of any unnecessary items
from your desk drawers, cabinets
and shelves. Arrange necessary
items neatly

 Do not place anything on top of

cabinets Poor Workstation Organization

 Label contents in each cabinet on

outside, and label each file

 At the end of your work day, leave

your work area clean and organized

Good Workstation Organization

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Module. 06

Promoting High Workplace Safety & Productivity

5S

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5S Audit
Workplace Scan Checklist

1. One-page audit questionnaire

2. It takes up to 20 minutes to
complete it per 5S zone

3. It is an Excel file with auto-

scoring function

4. It can be easily modified to

meet individual preferences
and expectations

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5S Maturity Levels- Where Are You?

Cleanliness problem Needed items can be Potential problems are Proven methods for Root causes are
5 areas are identified and retrieved in 30 seconds identified and area arrangement and eliminated and
Continuous mess prevention actions with minimum steps countermeasures practices are shared improvement actions
Improvement are in place documented and used include prevention

Cleaning schedules and Minimal needed items Work areas cleaning, Proven methods for Sources, frequency of
4 responsibilities are arranged in manner inspection, and supply area arrangement and problems are noted with
Focus on documented and based on retrieval restocking done daily practices are used in the root cause and
Reliability followed frequency area corrective actions

Initial cleaning is done Needed items are Visual controls and Agreements on labeling, Work group is routinely
3 and mess sources are outlined, dedicated indicators are set and quantities, and controls checking area to
Make It known and corrected locations are labeled in marked for work area are documented maintain 5S agreements
Visual planned quantities

Necessary and Needed items are safely Key area items are Work group has Initial 5S level is
2 unnecessary items are stored and organized marked to check and documented area established and is
Focus on identified; those not according to usage required level of arrangement and posted in the area
Basics needed are removed frequency performance noted controls

Needed and not needed Items are randomly Key area items checked Work area methods are Work area checks are
1 items are mixed placed throughout the are not identified and not always followed and randomly done and
Just throughout the area workplace unmarked are not documented there is no 5S
Beginning measurement

Sort Set In Order Shine Standardize Sustain

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5S Routine Checklist

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5S Level Execution Audit. Example Level 2

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© Lean & Mean Consulting. All rights reserved. 2016
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